2021 Year in Review

This past year was another one for the books. Just when we thought things couldn’t get any more VUCA, 2021 made us pause, reflect, and pivot once again.  

When I reflect on 2021, I see an image of a pendulum swinging back and forth directly at us. Just when it was moving away and we experienced some relief, it swung back again in full force. Through so much loss and grief, we are still learning, adapting, and navigating through this pandemic. Again, like last year (and every year) leadership has been front and center.

The pendulum swings were evident in many ways, but especially in industry trends and the companies with which we partnered. The Great Resignation is real, and companies and leaders have become laser-focused on retaining and developing their leaders.

For growth-minded companies like our partners, this has been challenging in the short-term. But I view it as a huge opportunity in the long-term. This is because the leadership teams have invested years in building the foundational blocks to weather the near-term challenge. They know who they are and what they stand for. It has made them more resilient and disciplined through the swings. And even in these moments they still take the time to reflect and ask themselves tough questions: 

-   Is the status quo effective?

-   What else can we be doing to support our people and teams?

-   How can we adapt to reach our potential? 

Regardless of the answer, these are questions we must ask ourselves in many capacities. We need to challenge our assumptions, our patterns, and our policies to consistently refocus on what we’re working towards. On our North Star. It’s difficult to do this when the conditions are favorable — doing so during a pandemic is even harder. 

This is true not just for companies and organizations, but also for ourselves as leaders. Just the other day I went walking with a friend, and we talked about the importance of challenging our assumptions. Otherwise, we end up on autopilot and repeat similar behavior and choices that lead to similar results. 

The inspiring news is that the companies and teams we partner with at NGC continue to respond to this uncertainty in creative and meaningful ways. Some have changed their office setup to adapt to a hybrid model to accommodate virtual and in-person work. Others are promoting people and providing new opportunities for growth within. Still, more are doubling down to invest in training and coaching for their teams, as individuals and a collective.

There is no singular, “right” approach to developing others, but there are many strategies to let people know you care, foster trust and relationships, and help people reach their potential. Our partner companies and leaders are doing that. The most telling sign: team members who have left during the Great Resignation end up wanting to come back. 

2021 has been a pendulum for NextGen Center as well. We have also been pushed to pause, reflect, and pivot continuously. We have officially adopted a hybrid model, continuing to run both virtual and in-person programs. Overall, this has created more access and opportunities as we have worked with companies and teams all the way from Vancouver to India. It has also allowed us to keep the work going despite the swings and disruptions.

This past year I have also been inspired by the level of introspection and interest in team-building and growth activities. An example of this: we conducted StrengthsFinder workshops for over 200 leaders this year alone — almost all virtually. This has had a very big impact on leaders and teams, to say the least. I’ve watched participants literally shed tears reflecting on the significance of learning more about who they are and how they operate, especially during challenging times like ours.

But it’s not the raw number, specific assessment, or tears that is most striking for me. It’s the desire for companies and communities to grow intentionally. To ask themselves time and time again those tough questions and explore different ways to engage and grow together. 

Speaking of growth, I’m also thrilled to share that we will be kicking off our 10th community cohort of the Foundation for Effective Leadership program in February. I’d be lying if I didn’t share how reflective and proud I am of the work we’ve engaged in over the past 5+ years. 

I will share more about what I’ve learned since 2016 in subsequent posts, but what I can offer now is that there are many advisors, colleagues, partners and leaders who have been a part of and influenced this journey. Including you. 

Similar to my 2020 post, leadership is everywhere and applies to all of us. We continue to see people leading through the most difficult of circumstances. Literally putting their lives on the line to help others. To care for their communities whether it is through health care, logistics, grocery stores, teaching, and more. Even as the pendulum swings and hits us square in the head again.

I recently did a podcast with one of our very first partner companies, Reunion Marketing. I was asked about some core principles of leadership, and I discussed the importance of:

• Investing the time to understand who you are.  

• Being other-people centered. And asking, what impact will we have on other people?

• Helping other people reach their potential.

The past two years continue to show us that these principles endure. And that every day we have a chance to pause, reflect, and pivot. To make different choices. To change.

Your leadership matters and is making a difference. Keep going. I wish you a healthy and growth-oriented 2022.